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Keith E Rice's Integrated SocioPsychology Blog & Pages

Aligning, integrating and applying the behavioural sciences

‘4Q/8L’

How to build a MeshWORK

Updated: 16 July 2018 It is difficult to be prescriptive about developing a MeshWORK. Because the Gravesian approach enables us to recognise and work with a number of different value systems (vMEMES) in play at any one time, MeshWORKS interventions – and, indeed, the very structures to deliver those interventions – will be dependent on the needs of the client peoples and/or organisations. So a MeshWORK is highly organic and readily flexible, shifting its structure and its interventions to meet the changing circumstances and the changing natures of the client peoples and/or organisations. However, there are 2 core principles:- Breadth The MeshWORK must create CAPI – Coalesced Authority, Power and Influence (Integration). This is a concept Spiral Dynamics co-developer Don Beck has borrowed from management guru, Ichak Adizes (1987) for enhancement of the MeshWORK concept. (Adizes’ Organisation LifeCycle is often a powerful tool to link with the Gravesian approach for MeshWORK development – particularly when using the Lower Quadrants of 4Q/8L to look at needs and conflict in organisations. Adizes provides not only the most highly-advanced model of organisational development but also a means of mapping which vMEMES are driving (or hindering!) that development. # ‘Authority’ is the ability to make decisions. #’Power’ is the… Read More

The Trouble with Tribalism…

7 July 2016 …is that most Western politicians don’t get it. It’s seen as something relevant to Pre-Modern ‘primitive’ communities but not to Modern societies. And, when Western-style one person/one (secret) vote Democracy is offered to tribal communities as part of the Modernisation process, so many Western leaders seem genuinely perplexed at the relative lack of enthusiasm for it. The Americans in particular seemed baffled that attempts to embed Democracy in the wake of their invasions of the Noughties produced the markedly-corrupt government of Hamid Karzai in Afghanistan and the corrupt and overtly-sectarian government of Nouri al-Maliki in Iraq. A Do-It-Yourself attempt to introduce Democracy in Egypt produced a government (of the Islamic Brotherhood) so unacceptable to the urban middle classes and the army that a ‘sort-of coup’ was instigated, followed by rigged elections, to return the country to neo-military rule as before. Highly-controversial and bitterly-contested ‘democratic’ elections following Libya’s revolutionary civil war resulted in 2 – and arguably 3? – would-be governments claiming the right to rule with their various militia, often organised on sectarian or tribal lines, slugging it out in a patchy, second civil war. Anyone versed in the Gravesian approach could have told the Western planners and the internet-inspired urban ‘democrats’ of Egypt that their campaigns to introduce Western-style Democracy would hit trouble. (See:… Read More

vMEMES #4

PART 4 How complex is people’s thinking? The issue of just how far the bulk of any population ascend the Spiral/Hierarchy – experience the emergence of vMEMES in an ascending sequence – is a contentious one. In 1996 Beck & Cowan conjectured that the percentages of the world’s population dominated by a nodal vMEME in their thinking was:- BEIGE: 0.1% PURPLE: 10% RED: 20% BLUE: 40% ORANGE: 30% GREEN: 10% YELLOW: 1% TURQUOISE: 0.1% The percentages, of course, don’t add up to 100% and there is no breakdown of percentage to continents, cultures or societies. Cowan (Chris Cowan & Nastasha Todorovic, 2006b) has admitted that the figures were a (very!) rough interpretation/extrapolation of various data sets (including United Nations data) while Beck has never commented (for public consumption) on the estimates. Nonetheless, in general it supported the notion that the bulk of the population – the Western population, at least – were not significantly beyond a BLUE (Kohlberg) or BLUE/orange (Loevinger) way of thinking. Further support for this notion came from research using Kohlberg’s concepts. Using what effectively was a 9-stage model incorporating 3 sub-stages, Lawrence Walker, Brian De Vries & Shelley Trevethan (1987) found general agreement with Kohlberg. They interviewed 40 boys and 40 girls… Read More

The Rosedale MeshWORK

by Gernia Van Niekerk 15 October 2002 Gernia Van Niekerk, Chief Executive of the Enrute Foundation, has been instrumental in developing several wholescale MeshWORK projects in rural South Africa. Her work is respected globally and places her among the leading Gravesian thinkers in the world. This is a slightly-edited version of her August 2002 Executive Summary of the Rosedale project. For further information on the project, Gernia can be contacted via e-mail. REFLECTING LIFE CONDITIONS Background Rosedale is a very small rural town in the Eastern Free State on the R70-road between Senekal and Ficksburg. This road is the main road between Gauteng and Lesotho, as well as the road between the goldfields of the Free State and Lesotho. The border post outside Ficksburg is the busiest border post in South Africa. The R70-road geographically separates the town Rosedale and the township Mautse. The Mariandal (emphasizing the fact that the communities of Rosedale and Mautse are inseparably linked to one another) Cultural Village has been built next to this road. Rosedale is a dominant white living area although a few coloured and black families have moved into the area, consisting of approximately 200 residents. Mautse is a black living area where approximately… Read More

The Gernia Variation

Updated: 28 April 2016 For her MeshWORK projects in rural South Africa, Gernia Van Niekerk has developed a more action-oriented version of 4Q/8L It is conceived as a follow-on to mapping via the original Don Beck (2000b, 2002b) adapted from Ken Wilber’s All Quadrants/All Levels concept original (1996) . It is sometimes known as The Gernia Variation. This works by:- Structuring needs according to the 6 vMEMES of the Gravesian 1st Tier (Q-1) Auditing the resources available and surveying the organisations and institutions that must be aligned to cooperate and participate (Q-3) Identifying ways and means – ie: projects – to drive the development programme (Q-4) Auditing the skills required to run and sustain the projects and the utlisation of existing technology at each level (Q-2) By bringing in Skills & Knowledge, Gernia links 4Q/8L to all of the neurological levels. Click here to view a report on Gernia’s ‘Rosedale MeshWORK’ – using her version of 4Q/8L.

Glossary A

Nos   A    B    C    D    E    F    G    H    I    J    K    L    M    N    O    P-Q    R    S     T     U    V    W    X-Y-Z Abnormal Behaviour: is behaviour that differs from the norm. Conventionally in Psychology and Psychiatry, abnormal behaviour is defined by one or more of 4 ways:- Statistical Deviation – measured in standard deviations from the mean (average) in a set of scores of behavioural and/or linguistic responses in a population sample, this is a means of describing difference statistically Deviation from Social Norms – though cultural relativism means social norms will vary from culture to culture and in sub-cultures Failure to Function Adequately– in broad terms, not coping with life eg: not being able to hold down a job, sustain a relationship, etc This quite simple definition has been greatly expanded by David Rosenhan & Martin E P Seligman (1989) – though their enhancement of the definition has been quite heavily criticised Deviation from Ideal Mental Health – ‘ideal mental health’ being represented by the tendency to Self-Actualisation (the actualising tendency) found in the writings of Abraham Maslow (1943; 1956) and Carl Rogers (1961) and paralleled in Don Beck’s (2002a) concept of the prime directive… Read More

Leadership – a SocioPsychological Perspective

Updated: 26 May 2016 What makes a successful leader successful? is a question that appears to have vexed politicians and philosophers from the beginnings of civilisation. Certainly, the number of books and articles on leadership by ‘management gurus’ and social psychologists since the end of World War II indicates an ongoing fascination with the topic and, arguably, a vital need to understand the nature of leadership. Peter F Drucker, Stephen Covey, Warren Bennis, Howard Gardner, James MacGregor Burns, John William Gardner, John Kotter and Peter Senge are just a handful of the heavyweight names who have contributed high-profile books on the subject. One unequivocal key factor which has emerged from the multitude of investigations into ‘leadership’ is that leadership and management are not the same thing. Drucker (1967) was perhaps the first to say this, articulating: “Management is doing things right; leadership is doing the right things.” Covey (p101, 1989) provides an illuminating example to illustrate this point: “…envision a group of producers cutting their way through the jungle with machetes. They’re the producers, the problem-solvers. They’re cutting their way through the undergrowth, clearing it out. The managers are behind them, sharpening their machetes, writing policy and procedure manuals, holding muscle… Read More

Social Change #3

PART 3 Lower Right Quadrant Here we will look at some key structural factors which create pressures for social change… Pandemic The single biggest factor in the short-term is the Coronavirus crisis. At the time of writing, the European Centre for Disease Prevention & Control has recorded  infections and  deaths. With no reliable vaccine in sight, the virus running rampant across the United States and much of the less developed world and even European countries battling to contain spikes in infections, there is no way of knowing how long the virus will run, how many people will be killed or sustain long-term harm to their health and what the damage will be economically and socially. What is possible in democracies, especially those that have swung to the right in recent years, is that voters may seek to throw out those leaders who have proved hopeless incompetent in efforts to battle the virus. Donald Trump is the first major leader who will face such a test in November 2020. Other factors which can influence change are:- Population Growth and Composition Changes in the size and composition of the population can have important effects for other aspects of a society. One example of… Read More

Modernisation Theory vs Stratified Democracy

Updated: 10 January 2017 It’s rather astounding that, nearly 60 years after Walt Rostow (1960) published ‘The Stages of Economic Growth: a Non-Communist Manifesto’, how much Rostow’s ideas – Modernisation Theory – still shape Western foreign policy – and the United States’ attitudes in particular. In those nearly 60 years that have seen, first, the end of the European empires and, then, the demise of Communism as a political and economic alternative to Capitalism, Rostow’s ideas have almost universally failed to deliver the wealth and prosperity to the developing nations that they promised. Large parts of the world in which Rostow’s ideas have been applied – ‘Black Africa’, in particular – are mired in poverty and debt…and all too often internecine warfare – with the attempts to implement Modernisation Theory a major causal factor. Not only that but, astonishingly, Rostow’s ideas underpin the Americans’ lack of understanding and application of inappropriate intervention strategies in Iraq and Afghanistan and their wholly-misguided approach to the ‘Arab Spring’ revolutions, with all the bloody consequences that have entailed during the early years of the 21st Century. Rostow’s ideas have been heavily criticised from Marxist perspectives, most notably Andre Gunder Frank’s Dependency Theory (1971) and Immanuel Wallerstein’s World Systems Theory… Read More

Islamification: Europe’s Challenge #2

PART 2 Preparing for change British Home Secretary Theresa May was vilified by much of the media for her 6 October speech at the Conservative Party conference for saying (amongst other things):  “… when immigration is too high, when the pace of change is too fast, it’s impossible to build a cohesive society.” (The Guardian’s Alan Travis called it a “new low in politics of migration”.) However, May was merely echoing the Functionalist argument of Talcott Parsons (1966) that sudden large-scale change disrupts the equilibrium of society and leads to dysfunction. Parsons postulates that social change is necessary for a society to renew and refresh itself but at a gradual pace which the institutions of society can adjust to and cope with. The disruption of equilibrium brought on by significant sudden large-scale change can bring about conflict. Over the past half-century Western Europe has been flooded with migrants. Their cultures were initially marginalised and disregarded – and then, through Multiculturalism, given nominal equal status with the host majority and a degree of positive discrimination to help foster that equality. A half-century is a relatively short amount of time to assimilate such large-scale changes. In retrospect, it’s surprising that there hasn’t been more overt conflict… Read More